CXO Magazine Team
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The Covid-19 pandemic has drastically changed the way we work, and as we move towards a post-pandemic world, new leadership skills will be needed to successfully navigate this new environment. Some are obvious: crisis management and digital fluency are hard to ignore as leadership imperatives; others are less visible, but no less instrumental in shaping the new model of an effective leader.
Amongst these hidden or only-just-emerging new requirements of leaders is the need to compensate for the younger generation’s lack of social interaction during so much of 2020 and 2021. With less exposure to the world of work, and to socializing more generally, leaders have a new responsibility to counterbalance this with increased awareness, empathy and support.
How leadership has changed since 2020
The Covid-19 pandemic and the resulting global crisis has had a significant impact on leadership. The events of 2020 have challenged leaders to adapt to unprecedented changes and to prioritize new skills and initiatives to remain effective in the face of uncertainty.
- Leadership at a distance: the shift to remote work has meant leaders have had to adjust to managing teams from a distance. Familiar skills such as communication and collaboration had to be rethought, and new competencies became crucial – particularly trust-building in virtual environments.
- All hail digital: even the digital laggards were forced to transform at speed as the pandemic accelerated the need for businesses to digitize their operations. Leaders have had to adapt to new technologies, implement digital strategies, and upskill their workforce – at pace – to remain competitive.
Business leaders were already having to deal with the proverbial rug being pulled out from under them on a regular basis; but the last couple of years have seen challenges coming from all angles. Effective crisis management – a new leadership imperative – has required empathy, resilience and agility.
- Uneven ground: business leaders were already having to deal with the proverbial rug being pulled out from under them on a regular basis; but the last couple of years have seen challenges coming from all angles, from Covid-19 to social unrest to economic uncertainty. Effective crisis management – a new leadership imperative – has required empathy, resilience and agility.
- It works for everyone, or it works for no-one: the pandemic and social unrest have highlighted the importance of diversity, equity, and inclusion (DEI) in the workplace. Leaders have had to prioritize DEI initiatives, address systemic inequities, and foster inclusive cultures.
- No Planet B: the pandemic has also highlighted the need for businesses to prioritize sustainability and corporate social responsibility. Leaders have had to balance the needs of their stakeholders with long-term sustainability goals.
Staying close while apart
Remote working is now an established part of everyday life, thanks to social distancing and the unprecedented speed with which the world took to digital communications during Covid. Leaders, therefore, have had to develop new skills to effectively manage remote teams.
Firstly, communication has had to evolve, with leaders needing to be able to communicate clearly and effectively through various digital channels. They need to be skilled in written communication, video conferencing, and other forms of digital communication to ensure that remote team members stay informed and feel supported. (This is explored in detail in our Issue 7 article, Better Communication: Understanding the New Language of Digital Teamwork.)
Closely related to communication is trust. Since remote working is all about working in a virtual environment, leaders have had to develop strategies to build trust – which is surprisingly difficult to establish without in-person interaction. It is possible, though: effective trust-building strategies include regular check-ins, recognition of individual contributions, and open communication channels.
Part of not being together in the same space – able to see what one another is doing – is the greater need for self-direction, in particular time management. Leaders must be skilled in managing their time, and their team’s time, effectively in a remote environment – with clear expectations, established boundaries, and prioritized tasks.
Leaders have needed to foster a collaborative culture, encouraging team members to support one another in achieving their goals – even when they’re miles apart. In a remote environment, providing the right tools is as important as demonstrating the right behaviors.
And of course, leaders have needed to foster a collaborative culture, encouraging team members to work together, share knowledge, and support one another in achieving their goals – even when they’re miles apart. In a remote environment, providing the right tools is as important in this regard as demonstrating the right behaviors.
Finally, leaders now need to possess strong emotional intelligence skills to be able to recognize and manage their own emotions, as well as understand and empathize with their team. This is especially important in a remote working environment, where it may be more challenging to detect signs of stress or burnout.
Creating a space to innovate
Encouraging experimentation, risk-taking and embracing failure as learning opportunities can be challenging for leaders, but it is critical for fostering innovation, creativity and growth.
As leaders take on the challenge of looking ahead to multiple horizons – opportunities now, with existing products and services; opportunities tomorrow, building on current capabilities; and opportunities in the future that have the potential to revolutionize the industry – innovation is more important than ever.
To create a culture that encourages innovation, leaders should:
- Create a safe space, a space where team members feel comfortable taking risks and trying new things without fear of retribution or punishment. This involves creating a culture of psychological safety where team members feel free to express themselves, share their ideas, and make mistakes.
- Set clear expectations for experimentation and risk-taking by communicating the importance of innovation, and fostering a culture that rewards creativity and learning. Establishing goals, providing resources, and holding team members accountable for achieving results are ways to realize this.
- Provide support for experimentation and risk-taking by providing resources, coaching, and feedback. With a culture of continuous learning and growth, team members are encouraged to seek feedback and learn from their mistakes.
- Celebrate success with a culture of celebration, where team members are recognized for their achievements and contributions to the organization.
- Learn from failure by reframing failure as an opportunity for growth and development. As a key tenet of creative thinking, reflecting on their experiences, learning from their mistakes, and applying those lessons to future projects are crucial for innovative teams.
The time is now to step up, learn from the last three years, and support our people to navigate – and succeed in – this new world.
To deal with rapidly changing market conditions, increased competition, rising customer expectations, new technologies and ever-growing battle for talent, a culture of respect, empowerment and innovation is crucial for businesses in 2023 and beyond. As leaders, the time is now to step up, learn from the last three years, and support our people to navigate – and succeed in – this new world.
